Media training for executives can be one of the most important things you do for your company or client. It’s also the thing way too many people put off until they are facing a crisis. A time of stress is probably the worst time to master a new skill, so I can’t recommend strongly enough that you start this project sooner rather than later.
Who is doing the talking?
The first decision you have to make might seem simple: Who is doing the talking? Sometimes this is a “no-brainer,” but you should take a few things into account.
First, your highest ranking executive is not necessarily your best speaker. As a communications leader or media trainer, you have to be able to have a frank conversation with “the boss” over this issue. It’s not easy telling the person who signs your paycheck that they are not the right person for the job. It’s also difficult for someone who built a company from nothing to acknowledge someone else is better to tell that company’s story. Awkward as it may be, it is a conversation that you must have.
Also, you should have at least two or three people well trained for the job. Many companies like to tightly control who can speak on their behalf. This is fine, but you have to be prepared for the moment you need a voice while your CEO is away with his or her family on that African safari they always dreamed of. The news won’t wait. The reality is that people get sick. People Get injured. People have family problems. You need plan B (and C) in cue just in case.
Understand your executive’s voice.
Once you have selected the trainees, understand that each of them might require something different.
If you are training the “chatty” extrovert, you will probably have to work on reigning them in, keeping them concise, and getting them to stick to the point. This is particularly important in crisis situations. If the news is bad, you want to be conversational, but also be true to your talking points. (More on this later.) There is a time for off the cuff banter, but this is not it. Sometimes you need to learn When (and When NOT) to take a stand.
If the story is more of a “puff piece,” it’s okay to let the personality come through. Just remember that, even in this context, you have a message you want to deliver, and you don’t want your spokesperson to go too far off course.
If the person speaking for your company is less comfortable, make it as easy as possible for them. If they work better from notes, give them bullet points and try to set the interview up in such a way where they can refer to them. (This can be by phone, or even over Zoom with the notes just below the camera.) If you can’t control the location, get them so comfortable with the content so they can hit every single one from memory. Also, encourage them to be interactive. Compare it to a chat with their mom. Whether it’s good news or bad news, we’ve all had to tell mom at some point.
Talking points matter.
Have the topics you want to touch on ready, and make sure your executive is fluent in them. Not to apply too much pressure, but you will likely only have one shot at this. The last thing you want to do is walk away without having your message delivered.
At Chemistry PR and Multimedia, we conduct a message mapping session with our clients. This is a great way to distill your overall messaging, and a wonderful “cheat sheet” for developing talking points.
Even if you don’t have access to message mapping, you can still identify key points for general preparation or talk about a specific topic. Among them:
- In one sentence, what is your organization about?
- What are the key things you want people to know about your work?
- What is in it for a potential customer if they choose you?
- What makes you stand out from your competitors?
The answers to these questions can be applied to some degree in any situation. The more specific knowledge you have about the interview, the more specific you can be in creating talking points.
Practice, practice, practice!
Don’t be afraid to “play reporter” during your training. Set up your phone, roll video, and ask some questions you think a reporter might ask. Watch it with the executives you are preparing and decide what feels right and what doesn’t. Then do it again. The executives you are training will likely be their own toughest critics. Use that to your advantage. It will make everyone better in the long run.
Don’t procrastinate.
No matter how you choose to move forward, move forward. It is much easier to put someone into a media situation when they have already prepared for it. Getting a call about a crisis and then prepping a spokesperson is a disaster waiting to happen. Tensions are already high, and this will just add to the stress. If the person doing the talking is already confident they know what they are doing, things get much easier.
If you need more help, call us!Here at Chemistry, we have done this for leaders of companies, heads of non-profits, elected officials, and entrepreneurs. We’ve got a team with experienced spokespeople and seasoned former journalists. Whether you need someone to assist in the training process, or you want someone to do the talking for you we can provide them. Just give us a call!
